第二篇 gtppv6<Mj4
Conventional wisdom about conflict seems pretty much cut and dried. Too little I=`U7
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conflict breeds apathy (冷漠) and stagnation (呆滞). Too much conflict leads to 3EPv"f^V
divisiveness (分裂) and hostility. Moderate levels of conflict, however, can spark 5@ ~
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creativity and motivate people in a healthy and competitive way. sBT2j~jhJ
Recent research by Professor Charles R. Schwenk, however, suggests that the yPb" V
optimal level of conflict may be more complex to determine than these simple )"7iJb<E
generalizations. He studied perceptions of conflict among a sample of executives. *Q
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Some of the executives worked for profit-seeking organizations and others for +nFu|qM}
not-for-profit organizations. 'a@/vx&J
Somewhat surprisingly, Schwenk found that opinions about conflict varied
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systematically as a function of the type of organization. Specifically, managers in +%h8r5o1
not-for-profit organizations strongly believed that conflict was beneficial to their 286jI7 T
organizations and that it promoted higher quality decision making than might be 2K/4 Rf0;
achieved in the absence of conflict. n
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Managers of for-profit organizations saw a different picture. They believed that ;n*.W|Uph
conflict generally was damaging and usually led to poor-quality decision making in #A JDWelD
their organizations. Schwenk interpreted these results in terms of the criteria for (c=6yV@
effective decision making suggested by the executives. In the profit-seeking Nk?
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organizations, decision-making effectiveness was most often assessed in financial E Nh l&J
terms. The executives believed that consensus rather than conflict enhanced financial <lPm1/8
indicators. BYL )nCc
In the not-for-profit organizations, decision-making effectiveness was defined 6H.0vN&
from the perspective of satisfying constituents. Given the complexities and l[0RgO*
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ambiguities associated with satisfying many diverse constituents executives perceived k<CJ{u0<
that conflict led to more considered and acceptable decisions. &[?\k>
31.In the eyes of the author, conventional opinion on conflict is________. *K8$eDNZ
A) wrong /K@XzwM
B) oversimplified )l C)@H}
C) misleading ) -I { ^(
D) unclear u&Yz[)+b=g
注：文章第一句 ;#W2|'HD
32.Professor Charles R. Schwenk's research shows________. AUG#_HE]k
A) the advantages and disadvantages of conflict @e.C
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B) the real value of conflict [Gb.
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C) the difficulty in determining the optimal level of conflict i #n0U/
D) the complexity of defining the roles of conflict U`(ee* }o
注：文章第二段 iy.p n
33.We can learn from Schwenk's research that________. zZPO&akB"
A) a person’s view of conflict is influenced by the purpose of his organization mp1@|*Sn
B) conflict is necessary for managers of for-profit organizations Cw3 a0u
C) different people resolve conflicts in different ways Tv,[DI +
D) it is impossible for people to avoid conflict U)o-8OEZ9
注：文章第三段 `KoV_2|
34.The passage suggests that in for - profit organizations_______. 8b& /k8i:
A) there is no end of conflict BA:VPTZq
B) expression of different opinions is encouraged xef% d
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C) decisions must be justifiable ` r6 ,+&
D) success lies in general agreement R B
注：文章第四段，justifiable 合法化 6P l<'3&
35.People working in a not - for - profit organization________. AO4U}?
A) seem to be difficult to satisfy k(nW#*N_
B) are free to express diverse opinions _1\v
C) are less effective in making decisions j_?FmX
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D) find it easier to reach agreement M'O <h
B C A D B
